HSMAIGAZETTE Novmber 2012 Hospitality Sales & Marketing Association International – Europe FACTS & TIPS ON SOCIAL MEDIA AND MOBILE PLATFORMS A quick overview and strategic advice from some of the most recognised leaders in social media in the travel industry. n SEE PAGE 8 SAUSAGE FINGERS, LOVE, OUR PRE-HISTORIC BRAIN How sausage fingers, love and our pre- historic brain affects our brand. n SEE PAGE 13 EUROPEAN HOTEL MARKET REVIEW Trends on occupancy and supply growth across the European hotel industry. n SEE PAGE 16 HIGHLIGHTS FROM HSMAI EVENTS Pictures and comments from our many European events. n SEE PAGE 20
Transcript
HSMAIGAZETTENovmber 2012
Hospitality Sales & Marketing Association International – Europe
FACTS & TIPS ON SOCIAL MEDIA AND MOBILE PLATFORMSA quick overview and strategic advice from some of the most recognised leaders in social media in the travelindustry. n SEE PAGE 8
SAUSAGE FINGERS, LOVE,OUR PRE-HISTORIC BRAINHow sausage fingers, love and our pre-historic brain affects our brand.n SEE PAGE 13
EUROPEAN HOTEL MARKETREVIEWTrends on occupancy and supply growthacross the European hotel industry.n SEE PAGE 16
HIGHLIGHTS FROM HSMAIEVENTSPictures and comments from our manyEuropean events.n SEE PAGE 20
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G l o b a l I d e n t i t y
New global HSMAI logo promoting a common identity and astronger brand recognition.
To strengthen their global image, HSMAI’s global board of directors evaluated severalalternatives to a new logo, and developed a clearer standard for how the logo is to beused in the respective regions and chapters. The new logo represents the common goalof growth and prosperity in sales, marketing and revenue for the travel industry. HSMAIEurope is proud to announce the new logo in this issue of the HSMAI Gazette.
This autumn has seen an increase in activities on both a national andEuropean level. In September regional conferences on service as anasset have been held in Norway, Distribution Day in Switzerland,
and an educational seminar on Guerilla Marketing in the Netherlands.
During October workshops featuring HSMAI, STR Global, TripAdvisor andothers were hosted throughout the Baltic countries in cooperation withthe respective national hotel associations. The events were well attended,and we are encouraged by the positive feedback.
London will be frequently visited with events. HSMAI Europe started byvisiting the World Travel Market in the beginning of November, will beback on 3 December, for the Business Travel Club, and again in February2013, for the HSMAI Europe Revenue Management Conference.
The current issue of the HSMAI Gazette highlights facts and tips on theuse of social media, and on connecting with the customer on an emotionallevel to gain brand loyalty. With the challenges of recent years, travelindustry professionals realise the importance of being experts atmarketing across all platforms; customer relationship programmes, web,mobile, social media, PR and so forth. As technology and ideas change atbreakneck speed, our job is to provide useful information and educationon the latest and upcoming trends, and how they can be leveraged by ourindustry. Our success is measured largely by the value we provide ourmembers. It is therefore exciting to see all the positive feedback we havereceived from delegates at our conferences.
Nordic Choice Hotels continue their expansion and development of newconcepts. We interviewed their dynamic leadership, Petter Stordalen andTorgeir Silseth, and also got an inside peak on their latest project “TheThief”, when meeting its project manager, Siri Løining.
As we head into the last few months of the year, may your efforts provesuccessful and position you for a great start of the year 2013. We hope tosee you all at one or more of our events this and upcoming year.
INGUNN HOFSETHPRESIDENT & CEOHSMAI EUROPE
HSMAI Europeactive in Londonthis winter
CO N T E N T
PUBLISHER & EDITOR-IN-CHIEF:INGUNN HOFSETH, PRESIDENT & CEO
ALL MATERIAL WRITTEN BY:
INGUNN HOFSETH AND TARJEI GYLSETH(except pages 16–19, by STR Global)
The Nordic Choice Hotels has received attention both nationally andinternationally for their rapid expansion, creative concepts and inspiringleadership. HSMAI contacted the leadership in Nordic Choice Hotels tolet our readers learn more about the people and ideas behind theirsuccess.
PIX: Nordic Choice Hotels
About Nordic Choice HotelsNordic Choice Hotels is the leading hotel company in the Nordic countries,with more than 170 hotels and 9.200 employees in the Nordic countries andthe Baltic. Nordic Choice Hotels is marketing the brands of Clarion Hotels,Quality Hotels, Comfort Hotels, Clarion Collection Hotels and Quality ResortHotels. Nordic Choice Hotels cooperates with Choice Hotels International,with more than 5.800 hotels worldwide.
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Petter A. Stordalen, Chairman andowner, Nordic Choice HotelsMr. Stordalen was in recognized asone of Europe’s Top 10 ExtraordinaryMinds in the Hospitality and TravelIndustry.When HSMAI Europe announced that youwere one of Europe's Top 10 ExtraordinaryMinds in the Hospitality and Travel Industryyou told the audience about your background asa strawberry seller. Since then you have heldmany positions of responsibility. What madeyou decide to take the leap into the Big Leagueof business, and what made you choose the hotelindustry?
I’m not into the hotel business. I amin the people business. My ambition hasalways been to interact with people.That’s what I did when I sold strawber-ries as a teenager, and that’s what I didwhen I worked in my father’s smallgrocery store. And that’s what I do inNordic Choice.
You have been applauded for many greataccomplishments. What would you say hasbeen, in your eyes, your most satisfyingaccomplishment, and what made it spe-cial?
The Nordic Choice Hotels is acompany that cares for morethan financial results. We live bythe triple bottom line philoso-phy. This means that we reporton social responsibility and onenvironmental impact. Weknow our strengths as well asour weak spots. This inspires usto do better every day.
What is the biggest challenge you hadto overcome, and how did you do it?
My biggest personal challengewas getting fired from Scandinavia’slargest mall chain, Steen & Strøm. I wason top of my life, and felt that nothingcould get better. Business was goodand life was even better. When I gotfired it came completely out ofthe blue and I had no ideawhat I would do next. Theonly thing I did know, wasthat I wanted to build anew company, and abetter one. That was thestart of Nordic ChoiceHotels.
If you would do it all over again, knowingwhat you know now, what would you havedone differently?
Nothing. I have made many mistakes,but I have learned from them. Allowingyourself to make mistakes is a key factorto success. If you believe that, regretsare obviously a waste of time.
In the first three years after your acquisitionof Choice Hotels in Scandinavia the brand sawa more rapid expansion than most any hotelbrand has ever seen. Can you tell us moreabout the journey?
It was a crazy time. We were a smallgroup of people with an ambition tochange the industry. We were drivennot only by a goal, but just as much by apurpose. We bought hotels that no onebelieved in, and some hotels that every-body believed in. From 1997 – 2000 webought a new hotel, and got 50 newemployees every fortnight. During theturbulence of the Financial Crises, weinitiated some of the most risky estab-lishments in Scandinavia. The story ofNordic Choice Hotels can be summa-rized in three words: energy, guts andenthusiasm. That is how we do busi-ness.
One word often used to describe youis "visionary". What are someof the things you do to findinspiration?
We’re all visionaries.People tend to forgethow great the humanmind actually is. We allgot it! But I getinspired like everyoneelse: through music,through running,through other peopleand through accom-plishments.
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INTERVIEW
Torgeir Silseth, CEO Nordic ChoiceHotelsMr. Silseth was awarded CEO of theYear at HSMAI European Awards inMay 2012.In being part of building a hotel empire, whathas been the most important lesson you havelearned?
I started in the hotel industry as achef. The most important lessons I’velearned in this industry stems from thattime. You can’t be afraid of failing,because that’s going to stop you fromdeveloping. Instead of using businessone on one, use your common sense. Ifyou’re going on a road trip, you need anengine, but you need your breaks too!But most importantly, whatever theirposition in your company, give every-one the opportunity to flourish.
In an article from 2008 you contribute a lowleave of absence caused by illness to a strongcompany culture where people feel they belong.
What would you say are some of the mostimportant daily routines that contribute to thistype of culture?
I’m not sure if routine is the rightword for it. But everybody needs tounderstand that we care about eachother, and that we are working togetherfor the best of our guests. Commongoals create cohesion. Cohesion, as aresult of a workplace where we care foreach other, has a lot of positive results.For example a low leave of absence.
Nordic Choice Hotels continues to surpassitself through the various new hotel concepts youare creating. What can we expect to come next?
Innovation occurs at the boundarybetween our desire to do things differ-ently and the needs of our guests. Whatcomes next? You’ll have to wait and see.
What words of wisdom would you share withyoung hoteliers who seek a career in the hotelindustry?
Be open and curious. Never forgetthat this industry is about people –guests and employees. If you can makethem satisfied and proud, you are guar-anteed success.
In October you and Petter Stordalen will hitthe road on a tour you call the Nordic ChoiceTour 2012. What is going to happen at thetour?
I think this might be the biggest inter-nal event in Scandinavian history. We’regoing to meet all Nordic Choiceemployees in only 18 days. It’s aboutmeeting our customers and employeesin Norway and Sweden. We’ll tell themabout our visions and values, celebratewhat we’ve achieved together and makeeveryone excited about our new goals.But most importantly, we will learnfrom meeting our employees. In thatway we will have the best prerequisite tobe a better company in the future.
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The Expansion Continues, Read aboutTheir Latest Project; “The Thief”Siri Løining, Project Manager “TheThief”, Nordic Choice HotelsNordic Hotels & Resorts is building a hotelcalled The Thief. Can you tell us about theconcept behind the hotel?
With The Thief, we want to steal ourguests away from everyday life and offerthem the hotel experience of tomorrow.
It is a personal and exclusive lifestylehotel that offers genuine experiencesbased on national and international art,design, gastronomy, proximity to thefjord and a dynamic urban environment.We emphasize on quality and comfort,and offer our guests the best of localand sustainable products.
In each hotel room, the design iscomplemented by carefully chosen art-work: curator Sune Nordgren heads thehotel’s art concept. Current featuredartists include Sir Peter Blake, MagneFurholmen, Kjell Nupen and CamillaLöw, with many more local and interna-tional artist to come.
The area where The Thief is being builtholds a special history, giving inspiration to thehotel's name. Can you tell us more about thehistory of the area?
In eighteenth-century Oslo, this areaused to be home to the city’s thievesand vagrants. The place soon becameknown as “Thief Island”, or Tjuvhol-men. Today, this little island in the citycenter of Oslo houses world-class archi-tecture and art, and is a district full ofcontradictions: Shoreline and car-freestreets, art center and business dis-trict. The Thief’s location is uniquein a European context.
When working on The Thief project,which story would you say touched youthe most, and why?
It is difficult to mention onlyone. Working with The Thief I have
met many people with touching stories.They have influenced my way of think-ing. I guess the sum of people that wishto contribute and generously share,regardless of their history, resources andinterest in The Thief, has made thebiggest impression.
Rom 13: A book and an art exhibi-tion. What is this project?
Together with The Red Cross /Network after prison we did an artauction and published the book ROOM13. The recognized Norwegian photog-rapher Marcel Lëlienhof portrayed 22famous Norwegians representing poli-tics, business and culture, among themThorvald Stoltenberg, Samsaya, GeirLippestad and Bjørn Kjos. All portraitstell unique stories about making choicesand taking chances in life. It is alsoabout giving people a second chance, alittle like what Tjuvholmen is all about –the city’s biggest comeback. The pro-ceeds from the auction and the bookhave been donated to Network AfterPrison – an initiative by The Red CrossOslo to help former prisoners reinte-grate into the local community.
The List of The Thief & Oslo ESCAPERoutes - can you tell us about these two con-cepts?
“The List of The Thief” is a yearlyselection of new, inspiring pieces fromNorwegian up-and-coming designers.The design pieces are selected yearly aspart of The Thief’s close collaborationwith DogA (the Norwegian Center forDesign and Architecture). “The List ofThe Thief” has already become animportant institution and showcase foryoung, talented Norwegian designers.From the list designers such as MagnusPettersen, Siren Elise Wilhelmsen andAnne Haavind will showcase theirdesign pieces at the hotel when it opens.
Oslo Escape Routes is a very niceoutdoor activity – four carefully selectedwalks around Oslo that explore design,architecture, art, and alternative culture.These routes were developed by TheThief in collaboration with DogA (theNorwegian Center for Design & Archi-tecture) and Vulkan (a new, dynamicneighborhood defined by innovative &sustainable architecture).
A slogan for The Thief is to treat rock starsas guests and guests as rock starts. How willthis be reflected in your service prior to theopening of the hotel, and when it is open to thepublic?
At The Thief, we swear by quality,focus on details and seek to surprise ourguests. This means that all our guestsshould get the chance to feel like a rockstar, and at the same time experiencediscretion and comfort in an intimateatmosphere.
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SOCIAL MEDIA
Facts and Tips on Social Media and
A quick overview and strategic advice from some of the mostrecognized leaders in Social Media in the travel industry. Given duringthe HSMAI Marketing Strategy Conference in Oslo, May 2012.
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Facts and Tips on Social Media andMobile Platforms
Yes, we have a Facebook site and aTwitter account. So What? Social Mediais about more than checking yourfriends’ status updates. We present herefacts and trends about Social Media, andtips on how your organization can posi-tion itself to gain a greater outcomefrom your social media activities.
About Social Media in GeneralSoLoMo – Social, Local and Mobile – isneither a trend, nor a technology, but afusion of those elements. People todayspend on average 90 minutes more perday on media usage than they did just afew years ago, largely because of SocialMedia and increased functionality inmobile units. Changes happen anincredible speed, and new servicesemerge almost daily. Christian Kam-haug, Head of Social Meida in SAS, isnone the less clear in his recommenda-tion as to what you need to think aboutwhen you choose which platforms touse in your organization: “Evaluate ben-efits vs. cost: traffic, branding and sales
vs. investment, maintenance andengagement.”
Facts· All communication in Social
Media must support thebusiness strategy and brandpromise.
· In general, posts in SocialMedia are not indexed byGoogle. This is howeversomething that constantlychanges.
· Increase the number offollowers before you canincrease ROI on your efforts.
· One channel per Social Mediaplatform: Every platformprovides a unique opportunityto build your brand and marketyour products, but they alsoappeal to different users. It istherefore important to knowwhich audience you want toreach, how to reach them, andthat you adapt a channel (or aURL link) to each of the SocialMedia platforms.
· Make sure everything you postonline has a “share” function.
· Everything we do onlineshould be able to be used on all
· All channels carry a cost, evenif advertising is free.Ads on Facebook, Pinterest and inother channels are great to createattention, but don’t expect a massiveincrease in sales. People want to beon Social Media, but are notnecessarily in a buying mode whilethey are there.
Tips· Things that can be
communicated: Customerservice, news and offers, funfacts, travel tips, jobannouncements, newsletters,pictures and video, feedback,experiences.
· What is desired return? Setgoals. Non-financial goals arealso acceptable. Find indicatorsthat measures results.
· Listen, engage, involve.Analyze your findings betweeneach phase.
· 90% read, 9% likes, commentsand shares, 1% create content– be among the 1%!
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SOCIAL MEDIA
Facebook
Facts· 850 million users worldwide.· About every 4th user is
through mobile units.
TipsFacebook is the leader in the numberof users, but also in usability. Of thebiggest Social Media channels, Face-book is the only one to deliver in all theparameters in the table (right).(Source: SAS)
Twitter
Facts· Good for listening, then to be
used as an effectivedistribution channel.
· Still somewhat elitist, but theyouth are coming.
Tips· Many questions on Twitter go
unanswered. Engage in andtalk about your brand, andanswer all comments, bothnegative and positive.
(Source: SAS)
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Pinterest
Facts· Pinterest is a new star with
1.36 million daily users.· “Repins” create new links.· No links in Pinterest are
tracked in SEO (SearchEngine Optimization).
· Pinerly is a service that inmany ways work the same wayas Google Analytics, butespecially for Pinterest.
Tips· Pictures sell and often receive
many comments. Engage inthe conversation with thosewho comment on yourpictures.
· Good and creative pictures areshared more often, but themessage needs to be relevantto the picture.
· Follow other people andconversations to increase yoursources for interaction.
Foursquare
Facts· Foursquare integrates social,
local and mobile.· When visiting a place you can
“check in” and compete withothers about the number ofcheck-ins to become “mayor”.
· So far in 2012 there are 4,5million locations that havebeen checked in at in Europe.
Tips· Create competitions for
customers who check in onFoursquare.
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SOCIAL MEDIA
Google+
Facts· Google+ has 90 million users.· The influence of Google+
users can increase CTR (ClickThrough Rate) as much as20%. (Source: SEO Effect, TheNetherlands, June2011).
Tips· Strategic activity on Google+
helps to increase SearchEngine Ranking.
QR Codes
Facts· QR codes close the gap
between online and physicalinteraction.
· By using an app, users ofmobile units can scan the codeand be lead directly to yourcompany’s website orcampaign site.
· Questions are asked about thelongevity of QR codes, and talkgoes that scanning of logo’sand pictures will replace theQR code.
TipsIt is possible to integrate QRcodes with your logo orother icons.
Like what you found here?Go to www.hsmai.eu (why not scanthe QR code, right?) for more factsand tips on:
· Mobile Platforms (iPhone,iPad, Android, Windows,etc.)
· Customising the UserExperience throughLanguage and Location
“Assume that everyone has sausage fingers,” says Geoff Parker, ClientServices Director at Click Consult, when he speaks about optimizingweb based services to mobile units, while André Wiringa, partner andCXO at Performance Solutions, asks how your organization canbecome a Lovemark.
TXT: Tarjei Gylseth, HSMAIPIX: Jarle PettersonThere’s no doubt delegates at theHSMAIs Marketing Strategy ConferenceThursday 24 May 2012 had the oppor-tunity to gain a host of valuable knowl-edge. Did you for example know thatthere are more mobile units than toiletsin the world? Fun fact, but how doesthat impact your business? Combinethat with the fact that mobile traffic onthe internet has increased with 250%per year, and chances are that you areone of those who use your smartphoneto find information on the internet.What did you find while surfing the net?Most likely microscopic versions of acompany’s regular website and in worstcase scenario you can’t even zoom in onthe site, leaving you unable to read thecontent. Every now and then you findgood examples of companies that makegreat use of the sausage-finger principle,but the many sites who don’t use this
principle are likely the cause of the shortamount of time a user on average visitsa mobile site, and the low number oftransactions performed on mobile units.Looking forward we see that already in2013 the use of internet via mobile willsurpass use via a desktop computer. Isyour company’s mobile website readyfor this? Has it been sausage-fingeroptimized?
“Begin with the experience you wantyour customers to have,” encouragesAndre Wiringa, who is the mind behindThe Reverse Thinking Model. Asopposed to traditional models forproduct development, that start with aproduct, The Reverse Thinking Modelstarts with the experience you want togive the customer, and then exploreswhich scenario that will achieve this thebest, including the management team,processes, and product. The modelapplies to both traditional business andthe online experience you want to givethe customers.
“Too many think too much aboutbusiness, and too little about branding,”continues Wiringa. The goal is to gainmore than just satisfied customers. Bycreating positive experiences thatexceeds the customer’s expectations,while at the same time working on theorganization’s internal engagement, youwill be able to take your customers frombeing satisfied to becoming brandambassadors. They are the ones whoalways choose your brand before yourcompetitors and that defends you insocial media and in conversations withfriends and colleagues. To these ambas-sadors your brand has become a Love-mark, and as James Autrey, author ofLove and Profit, says: “Loyalty is largelya matter of love.”
Where would you place yourcompany in the love quadrant?
Contrary to popular belief, we appar-ently have three brains, not one. Ournewest brain is our cognitive, orrational, brain, and is only a couple of
(Source: Performance Solutions)
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thousand years old. Our oldest brain,the very primeval brain if we may call itso, is our subconscious brain that is fedby our emotions. Love relates to thispart of our brain. For hundreds of thou-sands of years man has made choicesbased on our feelings. 98% of ourbrain’s activity is in the subconscious.Why then are there so many who “seekto establish a contact with the 2% oper-ated by our rational brain instead of the
much more powerful sub conscious-ness, ” asks Dan Hill, President atSensory Logic. He emphasizes that themost important emotion in businessbesides love, is trust.
“People manipulate objects, but arewe being manipulated by Social Media?”continues Hill, and explains that theopposite of trust is contempt. If there isone thing any organization wants toavoid, it is contempt for its brand. That
is why all communication, in SocialMedia and other places, must contributeto build brand trust. Even negativecomments must be answered, but in aprofessional way with the perspective ofthe customer experience in mind. Stra-tegic goals for customer experience, anda literal as well as figurative facilitationfor those with sausage fingers, will con-tribute to costumers and colleagues feellove and trust for the brand – the two
(Source: Performance Solutions)
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GUEST COLUMN
European HotelMarket ReviewOverviewThe European hotel market has experienced slowing demand since the beginning of this year affecting occupancy growthyear to July (YTD), according to results from STR Global, the leading benchmarking provider to the hotel industry.
Hotel demand (in terms of rooms sold) grew by 0.8 percent YTD compared to the previous year. Looking at supplygrowth in Europe, which would typically be expected to decline during the difficult economic times, has remained flat (+1.0percent) year on year. The limited demand growth reflects the difficult trading environment across most European countriesand led to an occupancy decline of -0.2% YTD. Average room rates (ADR) have continued to grow, however, the stagnantoccupancy could indicate a more difficult time ahead.
European hotel supply & demand [% change]
Source: STR Global
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Comparing recent performance with historical data, some interesting trends have started to emerge. During previousdownturns, occupancy declined for 5-6 consecutive months before ADR came under pressure. So far this year, occupancyhas fallen for 3 consecutive months across Europe. Based on historical trends, this could potentially be cause for concernthat ADR might also begin to weaken.
However, one encouraging sign is that hoteliers are currently reporting higher ADR increases each month compared to theconstrained ADR increases reported during the months prior to occupancy declines during the previous two downturns. Thegraph below shows the occupancy and ADR year on year percentage change from January 2000 to July 2012.
During the 2001 downturn, occupancy started to decline from February 2001 and continued to fall until August 2002.Average room rates came under pressure six months later and reported declines from August 2001 to February 2004. Theprolonged ADR decline resulted from the Iraq War/SARS crisis in March 2003 which impacted and reversed the initial occu-pancy recovery between January and July 2003.
During the last downturn, occupancy fell from December 2007 to November 2009. Average room rates started to softenfive months later in May 2008.
European hotel performance January 2000-July 2012
Looking at the best performing market in the region in terms of revenue per available room (RevPAR) and growth in localcurrency, the Polish host cities of the UEFA EURO Football tournament show the strongest RevPAR growth with Warsaw(+33.0 percent) and Poznan (+30.3 percent) YTD. In Poznan in particular, growth was supported by both occupancy (+10.6percent) and ADR (+17.9 percent). Meanwhile markets such as Yekaterinburg and Reykjavik saw occupancy growth as themain driver for RevPAR growth. In Yekaterinburg, occupancy increased by 17.6 percent whilst ADR declined by 6.0 percentyear to July. Reykjavik on the other hand benefited from both occupancy growth (+15.0 percent) and ADR growth (+5.1percent) YTD boosting RevPAR by 20.9 percent.
At the bottom of the table in terms of RevPAR growth, Azerbaijan’s capital, Baku reported decreasing occupancy (-10.0percent) and declining RevPAR (-14.3 percent) YTD. One of the main reason for the decline has been the impact of newsupply (+29.9 percent) YTD. However, the good news for hoteliers in Baku is that for three consecutive years, demandgrowth YTD remained positive increasing in 2012 by 17.0 percent. Similarly in Bratislava which also experienced supplygrowth, saw RevPAR declining by 9.4 percent YTD. The decrease was led by declining ADR (-14.2 percent) moving from€73.47 year to July 2011 to €62.96 in 2012. Whilst average room rates have been under pressure in the Slovakian capital since2008, the Ice Hockey World Champion which took place in May 2011 and its consequent impact on May 2012 performance,contributed to the YTD decline.
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GUEST COLUMN
Hotel performance in selected cities in Central, Eastern and Northern Europe, Year to July 2012
“We are pleased to see that the overall hotel market performance in Eastern, Central and Northern Europe continues toreport RevPAR growth,” commented Elizabeth Randall Winkle, Managing Director at STR Global. “Our latest forecast,which we produce together with Tourism Economics, predicts for Warsaw to finish 2012 with double digit RevPAR growth,closely followed by Prague and Moscow with RevPAR growth expected to reach between seven and eight percent in the twocities. Looking beyond 2012, we currently forecast only Moscow and Prague to remain in positive territory in terms ofRevPAR growth, as the other cities are forecasted to experience RevPAR declines in 2013.”
Tracking the marketIn the current economic environment, market knowledge, analysis and planning have become an essential part of the decisionmaking process to anticipate the next move of the competition. Benchmarking as part of a decision process allows managersto monitor the market trends and answer two important questions: How has my hotel performed on any given day againstmy direct competitors and have I been able to take my fair share of business for my hotel when the market was eithergrowing or shrinking?
The STR Global ‘STAR Report’ provides an overview of the performance by day, week and month across several segmentsand indicates changes in the market trend. The RGI (Revenue Generating Index) is a key indicator to understand how muchbusiness is captured compared to competition, helping managers to clearly assess their performance.
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Sample STAR Report – RevPAR Performance and RGI
Monthly Indexes
Source: STR Global
Sample STAR Report – Segmentation for a typical property
The STAR report is available on an annual subscription basis, hoteliers also have the option to participate in STR Global’sHotel Survey for free and receive complimentary market information in return. If you have questions how STR Global canassist you, please do not hesitate to contact us on [email protected] or +44 207 922 1930 Ext: 1503
HSMAIGAZETTE20
HSMAI IN PICTURES
Crowded: The HSMAI Meeting Exchange in Oslo,
January 2012
Engaged delegates at the HSMAI European RevenueManagement 2.0 conference in London, February 2012
Ingunn Hofseth (right), President of HSMAI Europe,meets with the leadership of HSMA Germany at ITB
HSMAIGAZETTE21
Torgeir Silseth, CEO Nordic Choice Hotels and winner of the
award "CEO of the Year" at the HSMAI Europan Awards
in Oslo, May 2012
Concept Hotel of the Year: Scandic Hotels at the HSMAIEuropan Awards in Oslo, May 2012
Destination Developer of the Year: Luca Guerrieri at the
HSMAI Europan Awards in Oslo, May 2012 Educator of the Year: Kjell Raymond Gangdal, d2o at theHSMAI Europan Awards in Oslo, May 2012
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HSMAI IN PICTURES
High Achieving Performance Enhancer of the Year: MoniqueJaspers-Wijn, VP Business Development EMEA at Sabre HospitalitySolutions at the HSMAI Europan Awards in Oslo, May 2012
Social Media: KLM Royal Dutch Airlines at the HSMAIEuropan Awards in Oslo, May 2012
Social Responsibility: Amserdam RAI at the HSMAI
Europan Awards in Oslo, May 2012
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A good time shared at the rooftop of Oslo, Norway at theHSMAI European Awards
HSMAIGAZETTE24
HSMAI IN PICTURES
Active participation by delegates at the HSMAI Marketing Strategy Conference in Oslo, May 2012
HSMAIGAZETTE25
Active participation by delegates at the HSMAI Marketing Strategy Conference in Oslo, May 2012
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HSMAI IN PICTURES
Building and Maintaining a Digital Marketing Strategy,
presented by Paolo Torchio, VP E-Marketing & Revenue
Consulting Sabre Hospitality Solutions
How Digital Marketing Works in our Brains, presented byDan Hill, President Sensory Logic
Panel Discussion on Flash Sales with Nick Stafford, General ManagerLivingSocialEscapes, Stephen Dunk, Managing Director Travelzoo Europe, andSuzie Wotton, VP Marketing Red Carnation Hotels in the panel.Moderated by Kevin May, Co-Founder and Editor Tnooz
Welcome by Ally Dombey, Managing Director Revenue byDesign and Head of the HSMAI European Digital MarketingAdvisory Board
Lovemarks, presented by André Wiringa,
Managing Partner/CXO Performance Solutions
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stay on top ofyour market
with reports from the leading source for hotel data
STAR Report:Gauge the competition, benchmark performance
and identify ways to increase revenue.
Available on a monthly, weekly and/or daily basis.
Hotel Market Forecast:The latest projection of your market. Available on a
quarterly basis for 45 markets across Europe,
Middle East and Asia Pacific.
To find out more about our products, contact us at [email protected] or +44 (0)207 922 1930.
www.STRGlobal.com
BUSINESS TRAVEL CLUB
BUSINESS TRAVEL CLUB is a social networking event open to all members of HSMAI andcorporate buyers of travel services.
The club gives the members an opportunity to stay up to date on the latest industrydevelopments, meet likeminded professionals, and develop their national and internationalnetwork – all within an informal setting that also includes a couple of drinks.
Participation is free for all members of HSMAI and for buyers.
Next European meeting: London, 6 PM – 9 PM (UK time) Monday 3December 2012 at Sway – www.swaybar.co.uk
For more details and to confirm yourparticipation, please forward an e-mailto [email protected]
HSMAI Revenue Management Conference
The Rembrandt Hotel, London
Thursday 7 February 2013
Join fellow Revenue Managersfrom across Europe in educationalsessions and hands-on workshopspresenting practial advice andtrending topics.Save your place now!
Photograph from the HSMAI Revenue Management Conference inLondon February 2012.
Excellent conference, really enjoyed the day. Of specificvalue was the networking with international RM anddecision makers.�
Very well organised. I am impressed. And I hope tobe able to attend more meetings and learn more. Veryinspiring I must say.�
